applying IT to traditional products and processes, or to changing the firm's current way of doing business. The techniques associated with environmental scanning (Aguilar 1967) can be applied to this process. Porter and Millar (1985) then proposed the use of an information intensity matrix to assess IT's role. The matrix evaluates the information intensity of the value chain against that of the product. They suggested that IT will play a strategic role in an industry that is characterised by high information intensity in both the value chain and the product. Their representation of the matrix is reproduced in Exhibit 11. Wiseman (1988) broadened the scope of Porter's model. For Wiseman, competitive advantage is "The dominance of one competitor over another or others in an arena, with factors conducive to its success over a period of time". An organisation's competitive space generally comprises many different arenas, which may be independent or linked. The organisation may possess multiple competitive advantages or disadvantages within or among its arenas. Wiseman combined his generic strategies with Chandler's growth strategies to produce a 'strategic thrusts' framework intended as a means of identifying strategic IS. Strategic thrusts are major competitive moves made by a firm. Five are postulated: differentiation; cost; innovation; growth; and alliance. They are targeted at suppliers, customers and/or competitors. IT can be used to support or shape the enterprise's competitive strategy by supporting or shaping competitive thrusts. Exhibit 11: Porter & Miller's Information Intensity Matrix(Porter & Miller 1985) Wiseman then combined his strategic thrusts framework with an analysis of competitive targets to produce a 'strategic option generator', depicted in Exhibit 12. The competitive targets are divided into two groups. System (user) targets are those entities involved with using the application; competitive arena targets are those...
